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The Effect of Age on Employee Reacti...
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Norfolk, John A.
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The Effect of Age on Employee Reaction to Corporate Social Responsibility.
紀錄類型:
書目-電子資源 : Monograph/item
正題名/作者:
The Effect of Age on Employee Reaction to Corporate Social Responsibility./
作者:
Norfolk, John A.
出版者:
Ann Arbor : ProQuest Dissertations & Theses, : 2020,
面頁冊數:
183 p.
附註:
Source: Dissertations Abstracts International, Volume: 81-12, Section: B.
Contained By:
Dissertations Abstracts International81-12B.
標題:
Management. -
電子資源:
https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=27955336
ISBN:
9798645451059
The Effect of Age on Employee Reaction to Corporate Social Responsibility.
Norfolk, John A.
The Effect of Age on Employee Reaction to Corporate Social Responsibility.
- Ann Arbor : ProQuest Dissertations & Theses, 2020 - 183 p.
Source: Dissertations Abstracts International, Volume: 81-12, Section: B.
Thesis (D.B.A.)--University of Maryland University College, 2020.
This item must not be sold to any third party vendors.
Corporate Social Responsibility (CSR) is a widespread organizational practice employed to foster positive sentiment among stakeholders by demonstrating specific company behaviors. CSR affects employees, a diverse stakeholder group, as well as external stakeholders. Evidence suggests employee psychological contracts include CSR expectations. Existing research takes a macro-level look at the relationship between CSR and employees but does not address meso-level differences. Age is an important factor at the meso-level perspective, especially since people are working later in life. This research examined the effect age has on employee reactions to CSR by examining generational and age-stage differences. The research question guiding this study was this: How does employee age affect their expectations and reaction to CSR? Better understanding how age affects employee reaction may inform organization CSR program development and implementation. This review triangulated results from a systematic review of 43 studies on CSR, age-related effects, employee expectations, and the psychological contract. Findings included (a) generational differences affect employee attitudes toward work but the differences are not as great as perceived; (b) age stage has a pronounced and predictable impact on employee expectations in that older employees seek intrinsic returns from work while younger employees seek extrinsic returns; (c) employee psychological contracts and their reaction to breach are affected by both generation and age stage; (d) employees of all ages expect CSR, while Millennials have higher expectations; (e) age stage affects proximity to CSR while generation affects employee perception of authenticity; (f) employee satisfaction and organizational identification are affected by both age stage and generational effects. Managerial implications included organizations should engage in CSR that meets the expectations of employees across the age spectrum by providing intrinsically based relational and extrinsically based transactional returns, leaders need to ensure CSR communication effectively reaches employees at all levels, and organizations need to foster closer employee proximity to CSR. This review concluded with limitations and recommendations for future research.
ISBN: 9798645451059Subjects--Topical Terms:
516664
Management.
Subjects--Index Terms:
Age
The Effect of Age on Employee Reaction to Corporate Social Responsibility.
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Corporate Social Responsibility (CSR) is a widespread organizational practice employed to foster positive sentiment among stakeholders by demonstrating specific company behaviors. CSR affects employees, a diverse stakeholder group, as well as external stakeholders. Evidence suggests employee psychological contracts include CSR expectations. Existing research takes a macro-level look at the relationship between CSR and employees but does not address meso-level differences. Age is an important factor at the meso-level perspective, especially since people are working later in life. This research examined the effect age has on employee reactions to CSR by examining generational and age-stage differences. The research question guiding this study was this: How does employee age affect their expectations and reaction to CSR? Better understanding how age affects employee reaction may inform organization CSR program development and implementation. This review triangulated results from a systematic review of 43 studies on CSR, age-related effects, employee expectations, and the psychological contract. Findings included (a) generational differences affect employee attitudes toward work but the differences are not as great as perceived; (b) age stage has a pronounced and predictable impact on employee expectations in that older employees seek intrinsic returns from work while younger employees seek extrinsic returns; (c) employee psychological contracts and their reaction to breach are affected by both generation and age stage; (d) employees of all ages expect CSR, while Millennials have higher expectations; (e) age stage affects proximity to CSR while generation affects employee perception of authenticity; (f) employee satisfaction and organizational identification are affected by both age stage and generational effects. Managerial implications included organizations should engage in CSR that meets the expectations of employees across the age spectrum by providing intrinsically based relational and extrinsically based transactional returns, leaders need to ensure CSR communication effectively reaches employees at all levels, and organizations need to foster closer employee proximity to CSR. This review concluded with limitations and recommendations for future research.
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